Academic dissertation to be presented with the assent of The Doctoral Training Committee of Human Sciences, University of Oulu for public defence in the Arina auditorium (TA105), Linnanmaa, on 23 March 2018, at 12 noon

Abstract

Nowadays, the locus of innovations is in research and development (R&D) networks formed by companies, research agencies, universities, and governmental agencies. Innovation is seen as a source of success of corporations, nations and communities, and therefore there is a long tradition for R&D research and innovation research. Networking is the answer for the changed environment caused by globalisation, fragmentation of the knowledge base and specification of the research into several fields that cause increased financial resource and capability demand for the actors developing new offerings. Collaboration in R&D networks is necessary because resources, expertise, and capabilities are not possessed and capable of being managed by single actors. R&D networks may emerge from among willing actors or intentionally by active actors or based on existing social or strategic relationships of actors.

This study focuses on intentional R&D nets and managing in these R&D nets. This study describes and understands, firstly how managing in net is conducted during R&D net formation and collaboration, secondly what benefits are achieved, and thirdly what challenges are noted in relation to managing in R&D nets. Managing in R&D nets is seen to consist of managerial processes and roles for managing.

Managing in R&D nets is studied in two phases, firstly empirically in four (4) peer-reviewed papers. The papers stem from a single longitudinal case study of managing in an R&D net. The case study includes both a historical and a follow-up time perspective. Secondly, as the studies have been published between 2005 and 2008, their results needed to be compared to more novel and contemporary findings to show the contribution. Hence, in the second phase, a systematic literature review covering studies on R&D and innovation network management published between 2004–14 is conducted. Thereafter and based on the comparison to contemporary research, the findings of this study that are supported, contradicted and/or still novel are discussed.

The novel findings of this study are the following. Firstly, this study extends the time frame of managing in R&D nets. Secondly, it proposes a process model for understanding R&D net formation and collaboration, based on overlapping, simultaneous and iterative activities in R&D net. Thirdly, as a novel finding, this study creates a conceptual framework for depicting and typologising roles for managing in R&D nets. Finally, this study extends the understanding of benefits and challenges of managing in R&D nets. This study provides recommendations both for managers as well as for research of managing in R&D nets.